Public-Private Partnerships. Effective Date: 12/23/2019 Public-Private Partnerships including Global Development Alliances (GDAs) awards, private sector engagements and other Global Development Lab instruments, provide resource leverage (see below) from sources outside USAID. Public-Private Partnerships may result in the award of a grant or cooperative agreement. The Planner should consult closely with the Office of Innovation and Development Alliances, Global Partnerships Division (IDEA/PS), the Assistance Executive, the Office of the General Counsel or RLO when developing the program description for these types of awards. Additional guidance may be found at the GDA Web site (available on the USAID internal website only). Leveraging represents all of the non-USAID resources (excluding cost sharing) that are expected to be applied to a program. Leveraging is limited to awards that result from Public-Private Partnerships. Leveraging includes resources that third-parties bring to the program without necessarily providing them to the recipient of the USAID assistance award. These parties may include the host government, private foundations, businesses, or individuals. The recipient is not responsible for meeting the leveraging amounts/resources and leveraging is not subject to audit. Assistance awards that result from Public-Private Partnerships may include cost sharing. If the award includes cost sharing, the recipient must meet the cost-sharing amount and requirements, and the cost-sharing is subject to audit. For more information regarding leveraging, please refer to the GDA home page and USAID Global Partnerships (available on the USAID internal website only).
Public-Private Partnerships. The State CIO shall continue to utilize public-private partnerships and existing data integration and analytics contracts and licenses as appropriate to continue the implementation of the initiative. Private entities that partner with the State shall make appropriate contributions of funds or resources, including, but not limited to, knowledge transfer and education activities, software licensing, hardware and technical infrastructure resources, personnel resources, and such other appropriate resources as agreed upon by the parties.
Public-Private Partnerships. CORE3 partners value public-private partnerships in the development and operation of the CORE3 facility, and all such partnerships will be explored.
Public-Private Partnerships. The Recipient’s cabinet has approved a strategy designed to facilitate public private partnerships in the Recipient’s territory.
Public-Private Partnerships. Engage in dialogue with commercial scale coastal businesses to identify opportunities for partnerships—e.g., with the tourism sector, and with the oil and gas industry in regards to supporting a community development fund and developing a localized oil spill contingency plan. Both SustainaMetrix, with its substantial staff experience in facilitating public-private partnerships, and the WorldFish Center, with its direct experience in facilitating dialogues between the fisheries with the offshore oil and gas sector, will guide the in-country — especially the Program Director and National Policy Coordinator—in this effort to build public-private partnerships between the two sectors. The ICFG team is aware that the offshore oil and gas companies of Tullow and Kosmos have expressed interested in participation in the Program. CRC will have specific dialogues with these companies, especially in regards to oil and gas and fisheries conflicts. CRC knows that every effort must be made to bring the actors into the process of issue analysis and discussion of possible courses of action at the earliest stages of framing a response to a problem. The best approach will likely be to work with the parties one-on-one to first understand the concerns and perceptions of each and then bring them together. Building trust between the partners will be crucial to success. A dialogue on the conflict between fisheries and oil/gas is one way to engage the parties. These companies are likely willing to play a strong role in developing detailed oil spill contingency plans for the Western Region to protect critical coastal biodiversity assets in case of a spill. Experience suggests that they may also be willing to: 1) pre-position disaster/oil spill response equipment, 2) provide material resources to help improve local fisheries enforcement capabilities, or 3) establish a coastal community development fund that can support for instance, development of community-based water and sanitation projects. These options and more will be explored in conversations with the industry. Conflict Resolution Dialogues. Create venues and events that allow various stakeholders to address some of the large scale conflicts occurring in Ghana’s marine zone. This includes the multiple conflicts between the artisanal, semi-industrial and industrial fisheries sub- sectors as well as between the oil and gas, and fisheries sectors. These issues may intensify with time and there is no “silver bullet” to solve them...
Public-Private Partnerships. Child Care State Plans shall describe how the state encourages partnerships among state agencies, other public agencies, Indian tribes and tribal organizations, and private entities, including faith-based and community-based organizations, to leverage existing service delivery systems and to increase the supply and quality of child care services, such as by implementing voluntary shared services alliance models.
Public-Private Partnerships. 37.1 In the event that the Employer enters into an agreement with a corporation, person or other entity with respect to a school to be owned and operated by that corporation, person or entity, the Employer shall, provided that Employees in the bargaining unit were providing services at the school(s) replaced by the school owned and operated by such person, corporation, person or other entity:
Public-Private Partnerships. (PPP) In order to undertake PPPs in the State of Arkansas, the Arkansas General Assembly needs to enact legislation authorizing the Department to procure projects using this type of contracting mechanism. In the eventuality that AHTD is provided with this authority and it is decided by AHTD to pursue this option, the Stewardship and Oversight Agreement will be revised accordingly.
Public-Private Partnerships. The Public-Private Partnership (sometimes referred to as a P3) arrangement is a more recent means of combing the advantages of the public and private ownership models. Under this alternative, the LGB retains legal ownership and transfers operation and financial obligations to a private entity under a long term contract, generally 20 years or longer. In this example the contract which creates the P3 must clearly detail the financial and management obligations and performance requirements. Such contracts are often renewable at the end of the initial term, or transfer responsibility back to the LGB at that point in time. This approach is becoming more common where upgrade and new facility requirements are more efficiently built and operated via a private entity but financing is more efficient with a combination of public and private debt. Underwriting such arrangements with adequate financial performance guarantees is generally accepted as a means of assuring performance. This model is very common in the renewable energy sector where new facilities are required and is now more commonly considered for water and wastewater assets. Funding opportunities under the P3 model encompass many traditional public asset finance options such as municipal bonds, State Revolving Fund and private sources of funding.
Public-Private Partnerships. State Parties shall co-operate on policies and other related issues that will encourage and facilitate the use of PPPs to ensure development in the Region.
